1 Leadership and Career Development Angela Barron McBride Distinguished Professor-Dean Emerita Indiana University School of Nursing.

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Presentation on theme: "1 Leadership and Career Development Angela Barron McBride Distinguished Professor-Dean Emerita Indiana University School of Nursing."— Presentation transcript:

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1 Leadership and Career Development Angela Barron McBride Distinguished Professor-Dean Emerita Indiana University School of Nursing

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2 A Short Quiz Do you want to be a leader? Do you want to be a leader? How do you define or describe leadership? How do you define or describe leadership? Do you know what you should be working on in your current career stage? Do you know what you should be working on in your current career stage? What do you do to stay optimistic about nursing and your own career? What do you do to stay optimistic about nursing and your own career?

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3 Overview of Presentation: Reflections on leadership Reflections on leadership Key transitions in a research career Key transitions in a research career Sustaining career optimism Sustaining career optimism Final thoughts Final thoughts

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5 The Leadership Hierarchy Level 1. Highly capable individual skilled, knowledgeable, good work habits Level 1. Highly capable individual skilled, knowledgeable, good work habits Level 2. Contributing team memberhelps achieve group objectives and works well with others Level 2. Contributing team memberhelps achieve group objectives and works well with others Level 3. Competent manager organizes people and resources to achieve predetermined objectives Level 3. Competent manager organizes people and resources to achieve predetermined objectives

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6 Level 4. Effective leadercatalyzes commitment to and pursuit of a vision that stimulates higher performance Level 4. Effective leadercatalyzes commitment to and pursuit of a vision that stimulates higher performance Level 5. Executivebuilds enduring greatness through a paradoxical blend of personal humility and professional will Level 5. Executivebuilds enduring greatness through a paradoxical blend of personal humility and professional will J. Collins, 2005, Good to great and the social sectors.

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7 Geriatric Nursing Leadership ……a process whereby the leader, either emergent or formally designated, catalyzes others in order to achieve shared values in an environment where the meaning of healthy aging is evolving along with structural supports……

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8 The Overlap between Leadership and Research: ……communication, collaboration, building morale, understanding the demands of the larger environment, thinking in a fresh way about issues, strategizing, designing processes to achieve goals, obtaining resources, evaluating outcomes, and using any successes in furtherance of the next round of goals……

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9 What are the key transitions in a research career? Preparation Preparation PI Stage PI Stage Program Development Program Development Development of Field Development of Field Gadfly (or wise person) Stage Gadfly (or wise person) Stage

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14 Find workable strategies for personal stress management, so you can manage the long run Find workable strategies for personal stress management, so you can manage the long run Seek validating outcomes, e.g., funding, refereed presentations and publications, honors Seek validating outcomes, e.g., funding, refereed presentations and publications, honors Honestly analyze strengths and limitations Honestly analyze strengths and limitations

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15 Stage II. PI STAGE Central Activity: Moving from fledgling to competence Primary Relationship: Colleague Major Theme: Dealing with the inevitable gap between ideals learned and the realities of work setting

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16 PI STAGE Develop program of research Develop program of research Build collegial network, clinical connections, and research team Build collegial network, clinical connections, and research team Take full advantage of strengths, opportunities, and aspirations of home setting Take full advantage of strengths, opportunities, and aspirations of home setting Obtain needed resources Obtain needed resources

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17 Join discourse community of field as a first (or sole) author and a peer reviewer Join discourse community of field as a first (or sole) author and a peer reviewer Figure out how to turn all investments into outcomes Figure out how to turn all investments into outcomes Learn to give and get criticism Learn to give and get criticism Learn to articulate the meaning of your work in a range of groups Learn to articulate the meaning of your work in a range of groups

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18 Stage III. PROGRAM DEVELOPMENT Central Activity: Facilitating home institution Primary Relationship: Mentor, Administrator, Supervisor Major Theme: Assuming responsibility for development of others and of setting

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19 PROGRAM DEVELOPMENT Nurture colleagues in earlier career stages Nurture colleagues in earlier career stages Build home settings infrastructure and resources Build home settings infrastructure and resources Engage in strategic planning around research development of home institution Engage in strategic planning around research development of home institution

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23 Stage IV. DEVELOPMENT OF FIELD Central Activity: Shaping profession and health care Primary Relationship: Leader Major Theme: Exercising power of authority and creating a vision for the future

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24 DEVELOPMENT OF FIELD Serve as advisor to regional, national, and/or international efforts and organizations Serve as advisor to regional, national, and/or international efforts and organizations Build fields infrastructure/resources Build fields infrastructure/resources Work with other fields to achieve common goals Work with other fields to achieve common goals Participate in consensus conferences Participate in consensus conferences

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25 Articulate research agenda of specialty or field Articulate research agenda of specialty or field Link research to policy formation Link research to policy formation Prepare successor generations Prepare successor generations Establish reputation/legacy, e.g., new programs within a professional association Establish reputation/legacy, e.g., new programs within a professional association Build image of field Build image of field

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26 Consider whether you will seek positions that go beyond the discipline specific, e.g., program officer, vice president for research Consider whether you will seek positions that go beyond the discipline specific, e.g., program officer, vice president for research Prepare for multidisciplinary leadership Prepare for multidisciplinary leadership

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29 GADFLY STAGE Serve as a consultant to regional, national, and/or international efforts and organizations Serve as a consultant to regional, national, and/or international efforts and organizations Speak and write provocatively about issues of the day, and how issues of the day are embedded in history of field and of health care Speak and write provocatively about issues of the day, and how issues of the day are embedded in history of field and of health care

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30 Function as a wise, affirming (wo)man, e.g., recommending colleagues for honors/special experiences Function as a wise, affirming (wo)man, e.g., recommending colleagues for honors/special experiences Take on special projects that require synthesizing skills and high-level integrative abilities Take on special projects that require synthesizing skills and high-level integrative abilities Coach the next generation of leaders Coach the next generation of leaders

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31 Sustaining Career Optimism: Expect failure Expect failure Monitor how you think, particularly your explanation patterns Monitor how you think, particularly your explanation patterns Learn the art of reframing: The bright know what the ideal might look like, so it is not surprising that they regularly feel inadequate in the current situation Learn the art of reframing: The bright know what the ideal might look like, so it is not surprising that they regularly feel inadequate in the current situation Build on your strengths Build on your strengths Associate with the optimistic Associate with the optimistic See self as an executive property deserving to be well maintained See self as an executive property deserving to be well maintained Manage anger Manage anger

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32 Final Thoughts Leadership in the 21 st century will involve increased collaboration across fields Leadership in the 21 st century will involve increased collaboration across fields Publishing in interdisciplinary journalsPublishing in interdisciplinary journals Leadership positions in interdisciplinary organizationsLeadership positions in interdisciplinary organizations Shared training and developmental opportunitiesShared training and developmental opportunities

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33 For the first time, we truly have the opportunity to build the science For the first time, we truly have the opportunity to build the science Developing individuals and infrastructure supportsDeveloping individuals and infrastructure supports Developing programs and centersDeveloping programs and centers This will require more collaboration across institutions This will require more collaboration across institutions Consortia arrangementsConsortia arrangements Synthesizing structuresSynthesizing structures

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34 Remember that you live each day suspended between maximizing your strengths/opportunities and ruminating about your limitations/ problems. Focusing on the former will give you energy; focusing on the latter will drain you. Remember that you live each day suspended between maximizing your strengths/opportunities and ruminating about your limitations/ problems. Focusing on the former will give you energy; focusing on the latter will drain you.

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